| Overall Rating | Gold |
|---|---|
| Overall Score | 66.57 |
| Liaison | Rebecca Collins |
| Submission Date | Dec. 14, 2023 |
Temple University
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.00 / 4.00 |
Rebecca
Collins Director of Sustainability Office of Sustainability |
"---"
indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
Yes
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
The Climate Action Plan sets forth the following measurable sustainability objectives related to curriculum:
1) Restructure the Undergraduate Certificate in Sustainability and the Interdisciplinary Undergraduate Certificate in Sustainability Committee (University College).
2) Increase the number of undergraduate/graduate sustainability courses by ton (10) courses from an October 2017 baseline by June 2022.
3)Increase the number of undergraduate/graduate courses that include sustainability by twenty (20) courses from an October 2017 baseline by June 2022.
4) Increase the number of departments with sustainability course offerings by two (2) departments from an October 207 baseline by June 2022.
5) Partner with the Center for the Advancement of Teaching (CAT) to create professional development opportunities for faculty that promote interdisciplinary, inter-college sustainability courses and teaching methods for undergraduate and graduate degree programs, to be offered by spring 2020.
1) Restructure the Undergraduate Certificate in Sustainability and the Interdisciplinary Undergraduate Certificate in Sustainability Committee (University College).
2) Increase the number of undergraduate/graduate sustainability courses by ton (10) courses from an October 2017 baseline by June 2022.
3)Increase the number of undergraduate/graduate courses that include sustainability by twenty (20) courses from an October 2017 baseline by June 2022.
4) Increase the number of departments with sustainability course offerings by two (2) departments from an October 207 baseline by June 2022.
5) Partner with the Center for the Advancement of Teaching (CAT) to create professional development opportunities for faculty that promote interdisciplinary, inter-college sustainability courses and teaching methods for undergraduate and graduate degree programs, to be offered by spring 2020.
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
The Climate Action Plan identified the following measurable sustainability objectives that address campus engagement:
1. Create a student educator program to build student awareness on campuses by 2020.
2. Increase student sustainability engagement through the development of a student green fund by 2019.
3. Create sustainability certificate program through continuing education by 2023.
4. Conduct an assessment on sustainability culture by 2021.
5. Work with Residential Life to incorporate the responsibility of sustainability engagement with student in the residence halls into existing staff member's essential duties by 2020.
1. Create a student educator program to build student awareness on campuses by 2020.
2. Increase student sustainability engagement through the development of a student green fund by 2019.
3. Create sustainability certificate program through continuing education by 2023.
4. Conduct an assessment on sustainability culture by 2021.
5. Work with Residential Life to incorporate the responsibility of sustainability engagement with student in the residence halls into existing staff member's essential duties by 2020.
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
The Climate Action Plan sets the following energy related goals:
1. Reduce energy use in existing building stock by 18% in a typical climatic year by 2033.
2. Continue to invest in energy efficiency projects, starting in 2020 through the allocation of initial seed funds.
3. Create a Green Revolving Fund by 2020.
4. Adopt mechanical, electrical and architectural standards for renovation and new building projects which limit dependency on fossil fuel and promote established sustainable proactive by 2020.
1. Reduce energy use in existing building stock by 18% in a typical climatic year by 2033.
2. Continue to invest in energy efficiency projects, starting in 2020 through the allocation of initial seed funds.
3. Create a Green Revolving Fund by 2020.
4. Adopt mechanical, electrical and architectural standards for renovation and new building projects which limit dependency on fossil fuel and promote established sustainable proactive by 2020.
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
Flying Further Strategic Plan: Outlines 5 strategic priorities—boundless access, educational value, thought leadership, community engagement and reputational excellence. Community Engagement and Boundless Access best embody "administration" sustainability objectives.
Boundless Access:
We will provide a student experience focused on excellence, access and bold engagement—from admission to career—that empowers students to thrive holistically in an affordable, inclusive, and dynamic metropolitan setting.
Highlighted Initiatives
DEI Hub: Achieve best-in-class status in Diversity, Equity, and Inclusion by advancing our faculty and staff recruitment, retention, and support; creating premier opportunities and space for activities and efforts; and expanding community pathways.
Mental Health & Wellness: Implement recommendations of the mental health and wellness task force aimed at augmenting mental health and wellness services for students and employees, as well as improving coordination and enhancing infrastructure.
Financial Aid Program: Review current methods and develop new financial aid strategies to provide optimal financial access and support to our students, through both merit- and need-based aid.
Student Financial Literacy: Provide leading edge financial literacy tools and programming for students.
Community Engagement:
Accelerated commitment to impactful civic and community engagement
We will connect and partner with our local, national and global communities to build bridges and support well-being.
Highlighted Initiatives
Violence Prevention: Advance Temple’s role in violence reduction work and research, coordinate with community and government partners to develop new efforts and serve as a model for public-private partnership, and identify other initiatives arising out of the work of the violence reduction task force.
Community Gateway: Coordinate Temple’s vast array of community engagement and outreach efforts and effectively connect North Philadelphia neighbors with resources, services and programs.
Boundless Access:
We will provide a student experience focused on excellence, access and bold engagement—from admission to career—that empowers students to thrive holistically in an affordable, inclusive, and dynamic metropolitan setting.
Highlighted Initiatives
DEI Hub: Achieve best-in-class status in Diversity, Equity, and Inclusion by advancing our faculty and staff recruitment, retention, and support; creating premier opportunities and space for activities and efforts; and expanding community pathways.
Mental Health & Wellness: Implement recommendations of the mental health and wellness task force aimed at augmenting mental health and wellness services for students and employees, as well as improving coordination and enhancing infrastructure.
Financial Aid Program: Review current methods and develop new financial aid strategies to provide optimal financial access and support to our students, through both merit- and need-based aid.
Student Financial Literacy: Provide leading edge financial literacy tools and programming for students.
Community Engagement:
Accelerated commitment to impactful civic and community engagement
We will connect and partner with our local, national and global communities to build bridges and support well-being.
Highlighted Initiatives
Violence Prevention: Advance Temple’s role in violence reduction work and research, coordinate with community and government partners to develop new efforts and serve as a model for public-private partnership, and identify other initiatives arising out of the work of the violence reduction task force.
Community Gateway: Coordinate Temple’s vast array of community engagement and outreach efforts and effectively connect North Philadelphia neighbors with resources, services and programs.
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
---
Website URL where the institution’s highest guiding document is publicly available:
Which of the following best describes the inclusion of sustainability in the highest guiding document?:
Minor theme
Optional Fields
Website URL where the institution's sustainability plan is publicly available:
Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
No
The formal statement in support of sustainability:
---
The institution’s definition of sustainability:
---
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | --- |
| The Higher Education Sustainability Initiative (HESI) | Yes |
| ISCN-GULF Sustainable Campus Charter | --- |
| Pan-Canadian Protocol for Sustainability | --- |
| SDG Accord | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | Yes |
| The Talloires Declaration (TD) | --- |
| UN Global Compact | --- |
| Other multi-dimensional sustainability commitments (please specify below) | No |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
---
Website URL where information about the institution’s sustainability planning efforts is available:
Additional documentation to support the submission:
---
Data source(s) and notes about the submission:
Updated FY 2023
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.